Business strategy development model for applying knowledge management in construction
Abstract
This study aims at developing a knowledge management (KM) model that construction companies can apply for effective knowledge management implementations in their businesses. In developing the proposed model, a mixed methodology of analysing related literature and identifying the gaps in some existing models intended for the construction industry is applied. In addition, a questionnaire and interviews approaches are conducted to prepare, enhance, strengthen and validate the developed model. The major finding of this study is proposing a new KM model – named as BAN model – that fits potential conditions for construction contracting firms, especially enterprises that are small in size and nonadopting KM. The developed model comprises six main stages: (1) preliminary stage; (2) development of an organizational strategy stage; (3) start-up stage; (4) implementation stage; (5) monitoring and evaluation stage; and (6) derivation of short- and long-term KM values. The proposed model is capable of filling and solving the gaps in existing knowledge management models and defining major success factors in KM implementation. The benefits of the proposed model include the enhancement of the KM implementation process, facilitation of the decision-making process, attainment and maintenance of competitive advantages, improvement of innovation, and continuance of effective KM performance.
Keyword : knowledge management, construction firms, construction industry, KM model, KM values, business strategy
How to Cite
Abu Adi, W., Hiyassat, M., & Lepkova, N. (2021). Business strategy development model for applying knowledge management in construction. Journal of Civil Engineering and Management, 27(4), 246-259. https://doi.org/10.3846/jcem.2021.14651
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Ahmad, H., An, M., & Gaterell, M. (2008). KM model to embed knowledge management activities into work activities in construction organisations. In Proceedings of 24th Annual ARCOM Conference (pp. 309–318), Cardiff, UK, Association of Researchers in Construction Management.
Almarshoudi, A., Suresh, S., & Renukappa, S. (2018). Knowledge management practices in Oman construction sector. International Journal of Knowledge Engineering, 4, 50–54. https://doi.org/10.18178/ijke.2018.4.1.099
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Arif, M., Al-Zubi, M., Gupta, A. D., Egbu, C., Walton, R. O., & Islam, R. (2017). Knowledge sharing maturity model for Jordanian construction sector. Engineering, Construction and Architectural Management, 24, 170–188. https://doi.org/10.1108/ECAM-09-2015-0144
Bhatt, D. (2001). Knowledge management in organizations: Examining the interaction between technologies, techniques, and people. Journal of Knowledge Management, 5, 68–75. https://doi.org/10.1108/13673270110384419
Creswell, J. W. (2003). Research design: qualitative, quantitative, and mixed methods approaches (2nd ed.). Sage Publications, Inc.
Cronbach, L. J., & Shavelson, R. J. (2004). My current thoughts on coefficient alpha and successor procedures. Educational and Psychological Measurement, 64, 391–418. https://doi.org/10.1177/0013164404266386
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Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
Deepak, M. D., & Mahesh, G. (2019). Developing a knowledgebased safety culture instrument for construction industry. Engineering, Construction and Architectural Management, 26(11), 2597–2613. https://doi.org/10.1108/ECAM-09-2018-0383
Drost, E. A. (2011). Validity and reliability in social science research. Education Research and Perspectives, 38, 105–123.
Feng, W. J., Yan, C. M., Jie, F. L., & Ju, Y. J. (2017). The construction of enterprise tacit knowledge sharing stimulation system oriented to employee individual. Procedia Engineering, 174, 289–300. https://doi.org/10.1016/j.proeng.2017.01.139
Golafshani, N. (2003). Understanding reliability and validity in qualitative research. The Qualitative Report, 8, 597–607.
Guribie, F. L., & Tengan, C. (2019). A proposed knowledge management implementation framework for the Ghanaian construction industry. Journal of Building Construction and Planning Research, 7, 1–10. https://doi.org/10.4236/jbcpr.2019.71001
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Holste, J. S., & Fields, D. (2010). Trust and tacit knowledge sharing and use. Journal of Knowledge Management, 14, 128–140. https://doi.org/10.1108/13673271011015615
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Lin, Y.-C. (2014). Construction 3D BIM-based knowledge management system: a case study. Journal of Civil Engineering and Management, 20(2), 186–200. https://doi.org/10.3846/13923730.2013.801887
Lin, Y., Wang, L., & Irani, Z. (2007). Enhancing knowledge exchange through web map-based knowledge management system in construction: Lessons learned in Taiwan. Automation in Construction, 14, 94–109.
Kamara, J. M., Anumba, C. J., & Carrillo, P. M. (2002a). A CLEVER approach to selecting a knowledge management strategy. International Journal of Project Management, 20, 205–211. https://doi.org/10.1016/S0263-7863(01)00070-9
Kamara, J. M., Augenbroe. G., Anumba, C. J., & Carrillo, P. M. (2002b). Knowledge management in the architecture, engineering and construction industry. Construction Innovation, 2, 53–67. https://doi.org/10.1108/14714170210814685
Kivrak, S., Arslan, G., Tuncan, M., & Birgonul, M. T. (2014). Impact of national culture on knowledge sharing in international construction projects. Canadian Journal of Civil Engineering, 41(7), 642–649. https://doi.org/10.1139/cjce-2013-0408
Mohammad, S. F., & Anumba, C. J. (2006). Potential for improving site management practices through knowledge management. Construction Innovation, 6, 232–249. https://doi.org/10.1108/14714170610713917
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press. https://doi.org/10.1016/0024-6301(96)81509-3
Okere, G. O. (2017). Barriers and enablers of effective knowledge management: A case in the construction sector. The Electronic Journal of Knowledge Management, 15(2), 85–97.
Robinson, H. S., Carrillo, P. M., Anumba, C. J., & Al-Ghassani, A. M. (2004). Developing a business case for knowledge management: The IMPaKT approach. Construction Management and Economics, 22, 733–743. https://doi.org/10.1080/0144619042000226306
Robinson, H. S., Carrillo, P. M., Anumba, C. J., & Al-Ghassani, A. M. (2005). Knowledge management practices in large construction organizations. Engineering, Construction and Architectural Management, 12, 431–445. https://doi.org/10.1108/09699980510627135
Saini, M., Arif, M., & Kulonda, D. R. (2018). Critical factors of transferring and sharing tacit knowledge within lean and agile construction processes. Construction Innovation, 18(1), 64–89. https://doi.org/10.1108/CI-06-2016-0036
Surbakti, H. (2015). Integrating knowledge management and business intelligence processes for empowering government building organization. International Journal for Computer Applications, 114, 36–43. https://doi.org/10.5120/19976-1874
Yousef, M. N., & Abu Baker, A. H. (2012). Knowledge management and growth performance in construction companies: A framework. Procedia – Social and Behavioral Sciences, 62, 128–134. https://doi.org/10.1016/j.sbspro.2012.09.022
Yusof, M. N., Yahaya, N. M., Awang, N., Hassan, N. N. B. N., & Cheen, K. S. (2019). The challenges in implementing knowledge management in construction industry. International Journal of Engineering and Advanced Technology (IJEAT), 8, 86–90. https://doi.org/10.35940/ijeat.E1012.0585C19
Yuan, M. (2011). An integrated knowledge management framework for managing sustainability knowledge in the Australian infrastructure sector [Doctoral dissertation]. Queensland University of Technology, Brisbane, Australia.
Ahmad, H., An, M., & Gaterell, M. (2008). KM model to embed knowledge management activities into work activities in construction organisations. In Proceedings of 24th Annual ARCOM Conference (pp. 309–318), Cardiff, UK, Association of Researchers in Construction Management.
Almarshoudi, A., Suresh, S., & Renukappa, S. (2018). Knowledge management practices in Oman construction sector. International Journal of Knowledge Engineering, 4, 50–54. https://doi.org/10.18178/ijke.2018.4.1.099
Almomani, R., Al-Abbadi, L., Abu-Rumman, A. R., Abu-Rumman, A., & Banyhamdan, K. (2019). Organizational memory, knowledge management, marketing innovation and cost of quality: Empirical effects from construction industry in Jordan. Academy of Entrepreneurship Journal, 25(3).
Anumba, C. J., Egbu, C., & Carrillo, P. (2005). Knowledge management in construction (1st ed.). Blackwell Publishing. https://doi.org/10.1002/9780470759554
Arif, M., Al-Zubi, M., & Gupta, A. D. (2015). Understanding knowledge sharing in the Jordanian construction industry. Construction Innovation, 15, 333–354. https://doi.org/10.1108/CI-03-2014-0018
Arif, M., Al-Zubi, M., Gupta, A. D., Egbu, C., Walton, R. O., & Islam, R. (2017). Knowledge sharing maturity model for Jordanian construction sector. Engineering, Construction and Architectural Management, 24, 170–188. https://doi.org/10.1108/ECAM-09-2015-0144
Bhatt, D. (2001). Knowledge management in organizations: Examining the interaction between technologies, techniques, and people. Journal of Knowledge Management, 5, 68–75. https://doi.org/10.1108/13673270110384419
Creswell, J. W. (2003). Research design: qualitative, quantitative, and mixed methods approaches (2nd ed.). Sage Publications, Inc.
Cronbach, L. J., & Shavelson, R. J. (2004). My current thoughts on coefficient alpha and successor procedures. Educational and Psychological Measurement, 64, 391–418. https://doi.org/10.1177/0013164404266386
Dang, C. N., Le-Hoai, L., & Kim, S. Y. (2018). Impact of knowledge enabling factors on organizational effectiveness in construction companies. Journal of Knowledge Management, 22(4), 759–780. https://doi.org/10.1108/JKM-08-2016-0350
Dang, C. N., & Le-Hoai, L. (2019). Relating knowledge creation factors to construction organizations’ effectiveness. Journal of Engineering, Design and Technology, 17(3), 515–536. https://doi.org/10.1108/JEDT-01-2018-0002
Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
Deepak, M. D., & Mahesh, G. (2019). Developing a knowledgebased safety culture instrument for construction industry. Engineering, Construction and Architectural Management, 26(11), 2597–2613. https://doi.org/10.1108/ECAM-09-2018-0383
Drost, E. A. (2011). Validity and reliability in social science research. Education Research and Perspectives, 38, 105–123.
Feng, W. J., Yan, C. M., Jie, F. L., & Ju, Y. J. (2017). The construction of enterprise tacit knowledge sharing stimulation system oriented to employee individual. Procedia Engineering, 174, 289–300. https://doi.org/10.1016/j.proeng.2017.01.139
Golafshani, N. (2003). Understanding reliability and validity in qualitative research. The Qualitative Report, 8, 597–607.
Guribie, F. L., & Tengan, C. (2019). A proposed knowledge management implementation framework for the Ghanaian construction industry. Journal of Building Construction and Planning Research, 7, 1–10. https://doi.org/10.4236/jbcpr.2019.71001
Hari, S., Egbu, C., & Kumar, B. (2005). A knowledge capture awareness tool: An empirical study on small and medium enterprises in the construction industry. Engineering, Construction and Architectural Management, 12, 533–567. https://doi.org/10.1108/09699980510634128
Hoła, B., Sawicki, M., & Skibniewski, M. (2015). An IT model of a Knowledge Map which supports management in small and medium-sized companies using selected Polish construction enterprises as an example. Journal of Civil Engineering and Management, 21(8), 1014–1026. https://doi.org/10.3846/13923730.2015.1030865
Holste, J. S., & Fields, D. (2010). Trust and tacit knowledge sharing and use. Journal of Knowledge Management, 14, 128–140. https://doi.org/10.1108/13673271011015615
Li, Y., Song, Y., Wang, J., & Li, C. (2019). Intellectual capital, knowledge sharing, and innovation performance: Evidence from the Chinese construction industry. Sustainability, 11, 2713. https://doi.org/10.3390/su11092713
Lin, Y.-C. (2014). Construction 3D BIM-based knowledge management system: a case study. Journal of Civil Engineering and Management, 20(2), 186–200. https://doi.org/10.3846/13923730.2013.801887
Lin, Y., Wang, L., & Irani, Z. (2007). Enhancing knowledge exchange through web map-based knowledge management system in construction: Lessons learned in Taiwan. Automation in Construction, 14, 94–109.
Kamara, J. M., Anumba, C. J., & Carrillo, P. M. (2002a). A CLEVER approach to selecting a knowledge management strategy. International Journal of Project Management, 20, 205–211. https://doi.org/10.1016/S0263-7863(01)00070-9
Kamara, J. M., Augenbroe. G., Anumba, C. J., & Carrillo, P. M. (2002b). Knowledge management in the architecture, engineering and construction industry. Construction Innovation, 2, 53–67. https://doi.org/10.1108/14714170210814685
Kivrak, S., Arslan, G., Tuncan, M., & Birgonul, M. T. (2014). Impact of national culture on knowledge sharing in international construction projects. Canadian Journal of Civil Engineering, 41(7), 642–649. https://doi.org/10.1139/cjce-2013-0408
Mohammad, S. F., & Anumba, C. J. (2006). Potential for improving site management practices through knowledge management. Construction Innovation, 6, 232–249. https://doi.org/10.1108/14714170610713917
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press. https://doi.org/10.1016/0024-6301(96)81509-3
Okere, G. O. (2017). Barriers and enablers of effective knowledge management: A case in the construction sector. The Electronic Journal of Knowledge Management, 15(2), 85–97.
Robinson, H. S., Carrillo, P. M., Anumba, C. J., & Al-Ghassani, A. M. (2004). Developing a business case for knowledge management: The IMPaKT approach. Construction Management and Economics, 22, 733–743. https://doi.org/10.1080/0144619042000226306
Robinson, H. S., Carrillo, P. M., Anumba, C. J., & Al-Ghassani, A. M. (2005). Knowledge management practices in large construction organizations. Engineering, Construction and Architectural Management, 12, 431–445. https://doi.org/10.1108/09699980510627135
Saini, M., Arif, M., & Kulonda, D. R. (2018). Critical factors of transferring and sharing tacit knowledge within lean and agile construction processes. Construction Innovation, 18(1), 64–89. https://doi.org/10.1108/CI-06-2016-0036
Surbakti, H. (2015). Integrating knowledge management and business intelligence processes for empowering government building organization. International Journal for Computer Applications, 114, 36–43. https://doi.org/10.5120/19976-1874
Yousef, M. N., & Abu Baker, A. H. (2012). Knowledge management and growth performance in construction companies: A framework. Procedia – Social and Behavioral Sciences, 62, 128–134. https://doi.org/10.1016/j.sbspro.2012.09.022
Yusof, M. N., Yahaya, N. M., Awang, N., Hassan, N. N. B. N., & Cheen, K. S. (2019). The challenges in implementing knowledge management in construction industry. International Journal of Engineering and Advanced Technology (IJEAT), 8, 86–90. https://doi.org/10.35940/ijeat.E1012.0585C19
Yuan, M. (2011). An integrated knowledge management framework for managing sustainability knowledge in the Australian infrastructure sector [Doctoral dissertation]. Queensland University of Technology, Brisbane, Australia.